Scrum Overview

Database Analyst and Data Architect

Technical Lead and Team Leader

Business Systems Analyst (BSA) and Business Systems Engineer (BSE)

Consultant (“Road Warrior”)

IT Manager, Manager of Software Development, and Project Manager

Certified Scrum Master and Scrum Coach

Bachelor of Science in Electrical Engineering Northeastern University, Boston, MA Master of Science in Computer Engineering University of Massachusetts at Lowell, Lowell, MA Educational Background 6/12/2010 4 (c)2010, Robert W. Chin

Licensed (US) Amateur Radio Operator (WB1FHT) Licensed Real Estate Broker, Commonwealth of Massachusetts (#100917) Project Management Institute (PMI); Membership ID number 223781 Member of the Troubled Projects SIG (TPSIG) Member of the Program Management Office SIG (PMOSIG) Member of PMI Central Mass Chapter Member of PMI Mass Bay Chapter Certified Scrum Master (taught and certified by Ken Schwaber, co-founder of Scrum) Agile Coach Member of the Scrum Alliance (www.scrumalliance.org) Member of the Board for the Nashua Scrum Club Member of Agile Boston Professional Licenses and Affiliations 6/12/2010 5 (c)2010, Robert W. Chin

Boston User Groups: Boston Windows Server User Group - Served as Steering Committee Member, Secretary, Director of Membership and Membership Services; and, Culminis Liaison, Director of VICE (Vendor Incentives, Contributions, and Etc.) and Director-at-Large. Taught Visual Basic Programming with the "VB Learning" User Group at the local Microsoft company facilities in Waltham, MA. Served as a Communications Technology Consultant to the American Red Cross, National Headquarters (in Washington, DC) for more than five (5) years. Volunteered as a Special Events Strategic and Operational Communications Consultant to the Massachusetts Special Olympics for more than fifteen (15) years. Volunteered and served in the local American Red Cross Disaster Services Committee for more than ten (10) years. Served as a Leader on many different community projects, local events, and Disaster Team development. Life Member of the Amateur Radio Relay League (ARRL). Professional & Community Activities, Hobbies, etc. 6/12/2010 6 (c)2010, Robert W. Chin

Deming Cycle — W. Edwards Deming RAD, RUPP CMM, CMMI, PMBOK — PMI Test Driven Development (TDD), Data DD Prince2 Earned Value Agile Patterns eXtreme Programming Scrum Project Management 6/12/2010 8 (c)2010, Robert W. Chin

Source: http://en.wikipedia.org/wiki/Scrum_(development) Scrumis an iterative, incremental framework for project management and agile software development. Although Scrum was originally intended for management of software development projects, it can be used to run software maintenance teams, or as a general project/program management approach. What is Scrum? 6/12/2010 9 (c)2010, Robert W. Chin

1.^ a b Schwaber, Ken (1 February 2004). Agile Project Management with Scrum. Microsoft Press. ISBN 978-0-735-61993-7. 2.^ Takeuchi, Hirotaka; Nonaka, Ikujiro (January-February 1986). "The New New Product Development Game" (PDF). Harvard Business Review. http://apln-richmond.pbwiki.com/f/New%20New%20Prod%20Devel%20Game.pdf. Retrieved 2008-09-26. [dead link] 3.^ DeGrace, Peter; Stahl, Leslie Hulet (1 October 1990). Wicked problems, righteous solutions. Prentice Hall. ISBN 978-0-135-90126-7. 4.^ Sutherland, Jeff (October 2004). "Agile Development: Lessons learned from the first Scrum" (PDF). http://www.scrumalliance.org/resources/35. Retrieved 2008-09-26. 5.^ "The Classic Story of the Pig and Chicken". Implementing Scrum. 11 September 2006. http://www.implementingscrum.com/2006/09/11/the-classic-story-of-the-pig-and-chicken/. Retrieved 2010-04-03. 6.^ Schwaber, p. 7 7.^ "Scrum, Scrum Developer Courses, Scrum Knowledge Assessment, Scrum Guide, Ken Schwaber - Scrum Guides". Scrum.org. 2009. http://www.scrum.org/scrumguides/. Retrieved 2010-04-03. 8.^ Schwaber, p. 135 9.^ Cohn, Mike (May 2007). "Advice on Conducting the Scrum of Scrums Meeting". http://www.scrumalliance.org/articles/46-advice-on-conducting-the-scrum-of-scrums-meeting. Retrieved 2009-07-23. 10.^ Schwaber, p. 133 11.^ Sprint, Planning (January-February 2009). Sprint Planning Rules. http://www.sprintplanning.com/SprintPlanningRules.aspx. Retrieved 2009-03-30. 12.^ Schwaber, p. 137 13.^ Schwaber, p. 138 14.^ Invented by Mike Cohn, more info can be found here [1] 15.^ Schwaber, pp. 141–143 16.^ p.5 Crisp.se 17.^ Leansoftwareengineering.com 18.^ a b Leansoftwareengineering.com 19.^ p.18 - 19 Crisp.se 20.^ p.22 - 23 Crisp.se 21.^ Infoq.com (The video and the summary) Referenceshttp://en.wikipedia.org/wiki/Scrum_(development) 6/12/2010 10 (c)2010, Robert W. Chin

In 1986, Hirotaka Takeuchi and IkujiroNonaka described a new holistic approach that would increase speed and flexibility in commercial new product development.[2] They compared this new holistic approach, in which the phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, to rugby, where the whole team “tries to go to the distance as a unit, passing the ball back and forth”. The case studies came from the automotive, photo machine, computer and printer industries. History 6/12/2010 11 (c)2010, Robert W. Chin

In 1991, DeGrace and Stahl, in “Wicked Problems, Righteous Solutions,”[3] referred to this approach as Scrum, a rugby term mentioned in the article by Takeuchi and Nonaka. In the early 1990s, Ken Schwaber used an approach that led to Scrum at his company, Advanced Development Methods. At the same time, Jeff Sutherland, John Scumniotales, and Jeff McKenna developed a similar approach at Easel Corporation and were the first to call it Scrum.[4] History (continued) 6/12/2010 12 (c)2010, Robert W. Chin

In 1995 Sutherland and Schwaber jointly presented a paper describing Scrum at OOPSLA ’95 in Austin, TX, its first public appearance. Schwaber and Sutherland collaborated during the following years to merge the above writings, their experiences, and industry best practices into what is now known as Scrum. In 2001, Schwaber teamed up with Mike Beedle to describe the method in the book “Agile Software Development with Scrum.” History (continued) 6/12/2010 13 (c)2010, Robert W. Chin

The Agile ManifestoFebruary 11-13, 2001 6/12/2010 14 (c)2010, Robert W. Chin We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items onthe right, we value the items on the left more.

The Agile ManifestoFebruary 11-13, 2001 6/12/2010 15 Process and Tools Individuals and Interactions over Comprehensive Documentation Working Software over Contract Negotiation Customer Collaboration over Following a Plan Responding To Change over

Scrum is a “process skeleton” which contains sets of practices and predefined roles. The main roles in Scrum are: the “ScrumMaster”, who maintains the processes (typically in lieu of a project manager) the “Product Owner”, who represents the stakeholders and the business the “Team”, a cross-functional group of about 7 people who do the actual analysis, design, implementation, testing, etc. The Roles 6/12/2010 (c)2010, Robert W. Chin 18

Source: http://en.wikipedia.org/wiki/The_Chicken_and_the_Pig The fable of The Chicken and the Pig is about commitment to a project or cause. This fable is commonly referenced to illustrate two types of project members: pigs, who are totally committed to the project and accountable for its outcome, and chickens, who consult on the project and are informed of its progress. By extension, a rooster, or gamecock, can be defined as a person who struts around offering uninformed, unhelpful opinions. A successful project needs both chickens and pigs (roosters are seen as unproductive). However, given the sacrifice required of being a pig—forswearing other projects and opportunities—they can be difficult to collect. Thus, the construction of a successful project-team must ensure that the project has sufficient "pigs" and that they are empowered to drive the project in return for committing to and taking accountability for it. The Chicken and the Pig 6/12/2010 20 (c)2010, Robert W. Chin

The Pigs are the ones committed to the project in the Scrum process—they are the ones with “their bacon on the line” and performing the actual work of the project. ScrumMaster (or Facilitator) Scrum is facilitated by a ScrumMaster, whose primary job is to remove impediments to the ability of the team to deliver the sprint goal/deliverables. The ScrumMaster is not the leader of the team (as the team is self-organizing) but acts as a buffer between the team and any distracting influences. The ScrumMaster ensures that the Scrum process is used as intended. The ScrumMaster is the enforcer of rules. A key part of the ScrumMaster’s role is to protect the team and keep them focused on the tasks in hand. Team The team has the responsibility to deliver the product. A team is typically made up of 5–9 people with cross-functional skills who do the actual work (design, develop, test, technical communication, etc.). Product Owner The Product Owner represents the voice of the customer. He/she ensures that the Scrum Team works with the “right things” from a business perspective. The Product Owner writes customer-centric items (typically user stories), prioritizes them and then places them in the product backlog. A Product Owner can be a member of the Scrum Team but cannot be a ScrumMaster.[7] According to original Scrum, Product Owner is in a "pig" role. However, if the Product Owner does not have involvement regularly, he/she may be considered as a "chicken" . “Pig” Roles in Scrum 6/12/2010 21 (c)2010, Robert W. Chin

Stakeholders (customers, vendors) These are the people who enable the project and for whom the project will produce the agreed-upon benefit[s], which justify its production. They are only directly involved in the process during the sprint reviews. Managers People who will set up the environment for the product development organizations. “Chicken” Roles 6/12/2010 22 (c)2010, Robert W. Chin

During each “sprint”, typically a two to four week period (with the length being decided by the team), the team creates a potentially shippable product increment (for example, working and tested software). The set of features that go into a sprint come from the product “backlog”, which is a prioritized set of high level requirements of work to be done. Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting, the Product Owner informs the team of the items in the product backlog that he or she wants completed. The team then determines how much of this they can commit to complete during the next sprint.[1] Scrum Characteristics 6/12/2010 23 (c)2010, Robert W. Chin

During a sprint, no one is allowed to change the sprint backlog, which means that [those] requirements are frozen for that sprint. After a sprint is completed, the team demonstrates how to use the software. Scrum Characteristics (continued) 6/12/2010 24 (c)2010, Robert W. Chin

At the beginning of the sprint cycle (every 7–30 days), a “Sprint Planning Meeting” is held. Select what work is to be done Prepare the Sprint Backlog that details the time it will take to do that work, with the entire team Identify and communicate how much of the work is likely to be done during the current sprint Eight hour limit (1st four hours) Product Owner + Team: dialog for prioritizing the Product Backlog (2nd four hours) Team only: hashing out a plan for the Sprint, resulting in the Sprint Backlog Meetings – Sprint Planning Meeting[10][11] 6/12/2010 26 (c)2010, Robert W. Chin

Scrum of scrums Held each day, normally after the daily scrum. These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. A designated person from each team attends. The agenda will be the same as the Daily Scrum, plus the following four questions:[9] What has your team done since we last met? What will your team do before we meet again? Is anything slowing your team down or getting in their way? Are you about to put something in another team’s way? Meetings – The Daily Scrum 6/12/2010 27 (c)2010, Robert W. Chin

Scrum of scrums Held each day, normally after the daily scrum. These meetings allow clusters of teams to discuss their work, focusing especially on areas of overlap and integration. A designated person from each team attends. The agenda will be the same as the Daily Scrum, plus the following four questions:[9] What has your team done since we last met? What will your team do before we meet again? Is anything slowing your team down or getting in their way? Are you about to put something in another team’s way? Meetings - Scrum of Scrums 6/12/2010 28 (c)2010, Robert W. Chin

At the end of a sprint cycle, two meetings are held: the “Sprint Review Meeting” and the “Sprint Retrospective” Sprint Review Meeting [12] Review the work that was completed and not completed Present the completed work to the stakeholders (a.k.a. “the demo”) Incomplete work cannot be demonstrated Four hour time limit Sprint Retrospective [13] All team members reflect on the past sprint Make continuous process improvements Two main questions are asked in the sprint retrospective: What went well during the sprint? What could be improved in the next sprint? Three hour time limit Meetings – “Sprint Review Meeting” and the “Sprint Retrospective” 6/12/2010 29 (c)2010, Robert W. Chin

Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication across all team members and disciplines that are involved in the project. Highlight Point #1 6/12/2010 30 (c)2010, Robert W. Chin

A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, Scrum adopts an empirical approach—accepting that the problem [may not or] cannot be fully understood or defined, focusing instead on maximizing the team’s ability to deliver quickly and respond to emerging requirements. Highlight Point #2 6/12/2010 31 (c)2010, Robert W. Chin

There are several implementations of systems for managing the Scrum process, which range from yellow stickers and whiteboards, to software packages. One of Scrum’s biggest advantages is that it is very easy to learn and requires little effort to start using. Highlight Point #3 6/12/2010 32 (c)2010, Robert W. Chin

Format: As <role>, I want <requirement> because <purpose> Example: As a User, I want to see the real weather data so I will know what to wear before leaving home. Product Backlog Item 6/12/2010 34 (c)2010, Robert W. Chin

Scrum Overview

Recommandé

Recommandé

Contenu connexe

Similaire à Scrum Overview

Similaire à Scrum Overview (20)

Dernier

Dernier (20)

Scrum Overview